Why Simple Wins

does this story sound all too familiar: you get up in the morning with an urge to be productive. you enjoy strategic thinking, collaborating, and coming up with ways to be innovative. but by the end of the day, you feel trapped in a frustrating maze of outdated bureaucratic systems, endless meetings, and redundant processes. you yearn for clarity, purpose, and the ability to focus on what truly matters, but your job leaves you paralyzed by complexity.

this is the reality. complexity stifles innovation, slows progress, and drains energy from even the most ambitious teams. but it doesn’t have to be that way. in this chapter, we’ll look at how any business or organization can reduce complexity so that everyone can start doing what matters most. this is the first key: simplicity isn’t about doing less; it’s a company-wide shift in mindset. making things simple requires a commitment to clarity, to cutting through the noise, and eliminating low-value tasks. that’s how we unlock our potential to achieve meaningful, lasting success.

the modern workplace has changed a lot over the past few decades, but have all the changes really improved it? have advancements like email and video conferencing made us more productive, or have they led to a whirlwind of busywork – endless tasks that feel urgent but rarely meaningful? one gallup study found that employees were so bogged down by busyness that they had no time for work that felt significant. 

it all comes down to needless complexity. in order to get anything meaningful done, you have to struggle through a tangled web of complicated processes – back-to-back meetings, endless emails, redundant procedures, and rules piled upon rules. it’s no wonder that teams have become less productive and less innovative, while individuals feel increasingly frustrated and stifled – unable to focus on what really matters.

when it comes to technology, we tend to use things just because we can. emails pile up as we send, forward, and cc far more than necessary, turning inboxes into digital mazes. we schedule a gauntlet of video calls, even when a quick message would do. multitasking, like texting while walking into a meeting or zooming over lunch, only makes us less effective. we’re not saving time; we’re wasting it.

this is the issue with workplace technology and tools: we never step back and think about how we can change our systems. instead, we add new things to the old system until it becomes more and more dysfunctional.

but complexity is also the result of human behavior. we naturally equate more with better. companies think that adding extra metrics, reports, or meetings improves accountability, whereas it just drains time and energy from meaningful work. employees end up in a constant cycle of feeding this reporting beast, leading to decision fatigue and burnout. the whole issue of accountability naturally generates fear in people, who then try to protect themselves through needless micromanaging and bureaucratic processes that compound the chaos.

in the end, complexity becomes self-sustaining. to break free, we need to recognize how our thoughts and emotions contribute to the problem. embracing simplicity starts with examining ourselves and questioning whether our actions truly make things better – or just busier.

encouragingly, companies that embrace simplicity thrive. ge and siemens, for instance, are cutting through the noise – reducing layers of management, shortening meetings, and streamlining processes. the benefits are staggering: higher profits, faster innovation, happier employees, and customers who notice the difference. by clearing out the clutter, these companies become more purposeful and productive, creating environments where the work that matters finally gets done.

when considering why a workplace has become so complicated, we need to address one of the biggest causes: our resistance to change. how many times has a new idea been shot down with a quick “it’ll never work” or “we’ve always done it this way.” that knee-jerk pushback is a clear sign of a stubborn commitment to the status quo.

over time, this mentality accumulates deadwood – rules, processes, and traditions that no longer serve a purpose but still weigh everyone down. what happens next? people stop suggesting ideas altogether, innovation stagnates, and meaningful work gets buried under unnecessary complications.

the warning signs of complexity are everywhere, from never-ending approval processes to memos announcing yet another rule change. sometimes, complexity is so baked in that no one remembers why certain rules exist in the first place. sound familiar? 

so how do you pinpoint where unnecessary complexity is stifling your workplace? start with the diagnostic survey. this five-step process takes about four hours. it’s designed to be completed by all levels of staff, to uncover and address areas of complexity within an organization. participants begin by completing a detailed questionnaire about key business functions like hr, legal, and product development, rating statements based on their experience. responses are then tallied to generate a complexity score, ranging from “strongly simplified” to “crippling complexity.”

next, teams identify the highest-scoring categories, discuss differences in perspectives, and identify the organization’s primary complexity issues. they then articulate specific problems linked to negative answers in the diagnostic and brainstorm actionable solutions. this includes identifying tasks to stop, minimize, or streamline, as well as exploring opportunities to outsource or consolidate redundant activities. by the end of the process, teams have a clear roadmap for eliminating unnecessary complexity and fostering a more productive, simplified work environment.

typically, surveys reveal that emails, meetings and reports are the main offenders. too many people are involved, too few decisions are made, and far too much time is wasted.

for the best outcomes, repeat the survey after changes have been made. this will help you evaluate new processes and identify any additional issues. for instance, one company introduced a new system to make expense reporting more consistent. while this streamlined tasks for the procurement team, employees and vendors struggled with the increased data entry, creating a whole new set of frustrations. 

the thing to remember is that effective simplicity works for everyone, not just a select few. this is why the diagnostic process needs to be a collective effort. only then can organizations truly lighten the load.

one of the many benefits of simplicity is the effect it has on culture. this is why simplicity should be thought of as the horse that leads the cart, so to speak. get the work right, and the culture will follow.

companies love to boast about their mission and values, and believe that these are the things that will bring about a positive company culture. but these ideals will invariably feel empty when employee efforts are hampered by endless meetings and dysfunction. 

complexity erodes any sense of purpose because it’s stress without reward. it leaves employees feeling drained without a sense of accomplishment.  

when done right, simplicity transcends efficiency. it becomes a guiding principle and transforms an organization’s culture. when the systems are functioning properly and work becomes manageable and meaningful, a strong culture naturally follows. employees feel motivated, innovation flourishes, and companies become more dynamic and competitive.

unfortunately, many organizations are so bogged down by redundant tasks and complex structures that employees barely have time to think beyond their immediate roles. departments are often siloed off from one another and no one really knows what’s going on beyond their immediate team. but creativity thrives when communication is clear and open. cross-departmental interactions are then free to spark fresh ideas.

that’s why leaders like julian richer of richer sounds have embraced simplicity. after he installed a “cut the crap committee” in his company, it led to a leaner, more innovative workplace, driving both record-breaking sales and substantial charitable giving. other companies like google and netflix have also prioritized simplicity by streamlining their processes – both internally and externally – by making the customer experience as frictionless as possible. this is what leads to businesses being able to disrupt markets and outperform competitors.

leadership like richer’s demonstrates what simplicity requires. there’ll always be naysayers and doubters who believe that things need to stay the same, or that there’s value in redundancy. getting rid of complexity requires courageous leadership that won’t back down and will stay focused on the bigger picture, of transforming the culture and the experience of doing quality work.

in these last two sections, we’re going to focus on actionable steps you can take toward eradicating complexity by equipping yourself with the simplicity toolkit. no matter the situation, one of the first necessary steps is to clearly define the objectives. without this kind of focus, companies can get mired in unproductive debates, like arguing about the differences between “initiative simplification” and “project simplification” or pushing for individual perks, like better catering.

don’t get lost in trying to make employees happier. instead, strive to make their time more valuable by freeing them from unnecessary steps, meetings, or reports, so they can focus on tasks that align with their purpose and skills.

with this in mind, the simplicity toolkit starts with the five steps to simplicity. first is awareness – acknowledging how complexity drags down not just productivity but morale. next is identification, where teams pinpoint specific bottlenecks that waste time or create frustration. once those are clear, prioritization helps determine which issues to address first, balancing effort with potential impact. execution follows, requiring boldness to try new approaches and adjust as needed. finally, simplicity must become a habit – a natural part of how work is approached and evaluated.

during your investigation, ask teams to answer questions like “is this particular task valuable?” or “could we streamline this process?” this will uncover surprisingly obvious inefficiencies. the result? real, tangible improvements, like eliminating redundant tasks or automating repetitive processes.

another helpful tool is the “kill a stupid rule” exercise. participants list their most frustrating rules – those pesky time-wasters or redundant mandates – and decide if they should be axed or tweaked. the brilliance lies in its simplicity: some sticky notes and an hour of honest conversation are all you need. by separating rules into “red” for legal and untouchable ones and “green” for those that are fair game, teams focus on actionable changes. discussions about which rules to prioritize and how they can impact productivity become an eye-opener for many organizations. and here’s the kicker: participants don’t just talk about change – they vote to eliminate rules on the spot. how satisfying is that?

hbo, for instance, used a similar approach to identify over one hundred stupid rules, and as a result, bottlenecks were removed across departments. meanwhile, sprint slashed 30 percent of its meetings after auditing their purpose and value, and airbnb created meeting-free wednesdays to give employees uninterrupted focus time.

whether it’s redefining roles by outcomes instead of tasks, setting email quotas, or introducing quick morning check-ins to focus on priorities, the goal is to make work more meaningful and results-driven. simplify your language, celebrate specificity, and carve out focus time. because when you kill complexity, you reclaim time, energy, and creativity – and isn’t that what work should be about?

we like to think of great leaders as high-level strategists and visionaries. but there’s really one thing that sets the most successful ceos apart: they see themselves as chief simplifiers. 

this was revealed through research done by steve strelsin and harvard business school. when strelsin asked ceos about the most important roles they played within their company, the industry-leading executives all prioritized making life easier for their teams. they didn’t just articulate a vision – they streamlined strategies, flattened hierarchies, and communicated with clarity. their goal was simple: eliminate unnecessary complexity so their organizations could focus on what truly matters.

simplification must become a fundamental part of leadership, and to that end there are twelve leadership strategies. while we can’t get into each one in detail, most speak for themselves. they are: set a vision; weave simplicity into your long-term strategy; streamline management layers; simplify decision-making; establish clear metrics; create a “simplification code of conduct”; build a simplification team; focus; increase employee engagement; communicate with clarity; train the next wave of simplifiers; and finally, walk the walk – lead by example.

start by setting a clear vision for simplicity. leaders need to articulate the importance of simplifying and involve their teams in shaping this vision. this not only eliminates confusion but also motivates employees to take ownership of their roles in the simplification process. emphasize the fact that growth doesn’t always mean adding more; often, it’s about subtracting – paring back services or streamlining operations to focus on what delivers real value.

transparency is key, as simplification efforts can often be misinterpreted as mere cost-cutting exercises. employees need to know the “why,” “what,” and “how” of the initiative. when people understand the vision and see their role in it, they’re more likely to embrace the changes. this level of clarity transforms skepticism into enthusiasm and turns team members into partners in the effort.

simplification extends to decision-making and organizational structure, too. de-layering management often leads to fewer redundancies, while fostering a culture of agility. for instance, companies like merck canada discovered that empowering employees to make decisions without constant managerial approval led to faster outcomes and greater accountability.

equally important is momentum. rather than trying to tackle everything at once, focus on a few key areas initially. simplification is most successful when it builds momentum through small, meaningful wins. by addressing one complexity at a time, you create a ripple effect of progress. each success fuels the next, making the initiative feel achievable and energizing for the entire team.

really, there’s no substitute for action. the best way to begin is simply to begin. start small, clear out the clutter, and take that first step. progress will naturally follow as the organization experiences the benefits of simplicity firsthand, proving that sometimes, the simplest thing you can do is just get started.

the main takeaway of this chapter to why simple wins by lisa bodell is that complexity is a silent killer of productivity, innovation, and meaningful work in organizations. excessive processes, redundant tasks, and overcomplicated systems sap energy and creativity, leaving professionals feeling frustrated and stuck. simplicity, on the other hand, isn’t just a method but a mindset – a critical shift that allows individuals and companies to focus on what truly matters. by reducing low-value work and fostering clarity in communication, collaboration, and decision-making, teams can reclaim time and energy to pursue their most impactful goals. leaders must prioritize simplicity as a strategic goal to foster cross-functional collaboration. start small, celebrate quick wins, and maintain momentum through adaptability and focus. by eliminating unnecessary complexity, you can unlock a competitive edge as well as empower people to work smarter, innovate faster, and find greater purpose in their work.

okay, that’s it for this chapter. we hope you enjoyed it. if you can, please take the time to leave us a rating – we always appreciate your feedback. see you in the next chapter.